Slides of the key note session oct 4 2016 at the ACNL annual conference

3. Most managers have
no clue how to work
with people

4. Managers drive
the business like
a machine

5. Bad management
Bad performance

6. Everything has changed!

19. The word management is
derived from the Italian word
maneggiare, which means
handling horses.

20. Giving and Taking Control
Quite often, when managers delegate work to
people or teams, they don’t give them clear
boundaries of control.

21. Delegation is not a binary thing. There are
more options than being a dictator or an
anarchist. The art of management is in
finding the right balance.

22. 1. Tell
You make a decision
for others and you
may explain your
motivation. A
discussion about it is
neither desired nor
assumed.

23. 2. Sell
You make a decision
for others but try to
convince them that
you made the right
choice, and you help
them feel involved.

24. 3. Consult
You ask for input first,
which you take into
consideration before
making a decision that
respects people’s
opinions.

25. 4. Agree
You enter into a
discussion with
everyone involved,
and as a group you
reach consensus about
the decision.

26. 5. Advise
You will offer others
your opinion and hope
they listen to your
wise words, but it will
be their decision, not
yours.

27. 6. Inquire
You first leave it to the
others to decide, and
afterwards, you ask
them to convince you
of the wisdom of their
decision.

28. 7. Delegate
You leave the decision
to them and you don’t
even want to know
about details that
would just clutter your
brain.

29. The 7 Levels of Delegation is a symmetrical model.
It works in both directions.

30. A delegation board gives managers “something to control”. It is
better that they push around the notes on a delegation board
rather than the people in their organization.

34. Photos: © 2015 Jürgen Dittmar

35. m30.me/delegation-poker

38. Does success lead to
happiness, or does
happiness lead
to success?

39. Argh, it’s difficult!
We now know that happiness is the
precursor to success, not merely the
result.
- Shawn Achor, The Happiness Advantage
Does employee satisfaction lead to
high performance? Probably, but [...]
the reverse effect is stronger.
- Phil Rosenzweig, The Halo Effect

40. Despite the complexity,
a simple fact is…
Happy workers do more
and achieve more
source: ScienceDaily, “We Work Harder When We Are Happy, New Study Shows” http://bit.ly/OV0HZP

41. What are the things
that make people
happy in their jobs?

42. Thank someone and be appreciative toward
your colleagues, every single day

43. Give something to
another person or make
it possible for others to
offer gifts

44. Help someone who is
in need of assistance,
or enable colleagues to
help each other

45. Eat well, and make good, healthy foods easily
available for everyone

46. Exercise and work out
regularly and make it
easy for people to take
care of their bodies

47. Rest well, sleep
sufficiently, and enable
colleagues to refresh
their minds

48. Experience new things, try stuff out, and let
people run all kinds of experiments

49. Hike outdoors, enjoy
nature, and allow
people an escape from
the office and the city

50. Meditate and get
people to learn and
adopt mindfulness
practices

51. Socialize, relate to
other people, and
make it easy for
colleagues to develop
connections

52. Aim for a goal and get people to understand
and realize their own purpose

53. Smile whenever you can, appreciate humor,
and get colleagues to engage in fun activities

54. 12 Steps to Happiness (all backed by science)
Thank
Give
Help
Eat Well
Exercise
Rest
Experience
Hike
Meditate
Socialize
Aim
Smile

55. m30.me/twelve-steps

58. The CHAMPFROGS model is
influenced by several other
models of human motivation.
• Two-Factor Theory, Frederick Herzberg
• The Hierarchy of Needs, Abraham Maslow
• Theory of Self-Determination, Edward L.
Deci and Richard M. Ryan
• 16 Basic Desires Theory, Steven Reiss

59. Curiosity
The workers have plenty of
things to investigate and to
think about.

60. Honor
Workers feel proud that their
values are reflected in how
they work.

61. Acceptance
Colleagues approve of what
people do and who they are.

62. Mastery
The work challenges
people’s competence but
it is within their abilities.

63. Power
There’s enough room for
workers to influence what
happens around them.

64. Freedom
People are independent
of others with their work
and responsibilities.

65. Relatedness
People have good social
contacts with the others in
their work.

66. Order
Workers have enough
rules and policies for
a stable environment.

67. Goal
The people’s purpose in life
is reflected in the work
that they do.

68. Status
People have a good position
and are recognized by their
colleagues.

69. Managers must seek ways for
the CHAMPFROGS motivators
to become systemic properties
of the firm.

71. Curiosity
Freedom
HonorStatus
AcceptanceGoal
MasteryOrder
PowerRelatedness

72. m30.me/moving-motivators

75. A

76. A
B

77. A
B
C

78. 100
100
100
100

79. 90
100
100
100
10
10

80. 90
100
95
100
5
10
5

81. 90
85
95
100
15
10
5 15

82. 75
90 125
110

83. 200
195 235
170

84. 320
315 305
260

85. 320
315 305
260
€ 1000

86. 320
315 305
260
€ 2000

87. 320
315 305
260
€ 3000

88. 320
315 305
260
€ 787
€ 650
€ 763
€ 800

91. When is it payout time?

92. Yay!

95. Should we celebrate failure?
Or should we celebrate success?

96. The Celebration Grid compares behaviors with outcomes.
MISTAKES EXPERIMENTS PRACTICES
LEARNING
SUCCESS
FAILURE

97. “Celebrate failure” includes failure from mistakes. That makes no sense.
MISTAKES EXPERIMENTS PRACTICES
LEARNING
SUCCESS
FAILURE

98. “Celebrate success” makes more sense, but this ignores learning.
MISTAKES EXPERIMENTS PRACTICES
LEARNING
SUCCESS
FAILURE

99. We know that learning is optimal when we run experiments.
MISTAKES EXPERIMENTS PRACTICES
LEARNING
SUCCESS
FAILURE

105. m30.me/happiness

107. m30.me/happiness